HUMAN RESOURCE

MANAGEMENT and
DEVELOPMENT

An Overview of the HR Initiatives of the Civil

Service Commission for the Philippine
Bureaucracy
 CSC Definitions of
HR, HRM, HRD and OD

CSC Constituents

People

Function
 CSC Definitions of
HR, HRM, HRD and OD

CSC Constituents

Bureaucracy

Agency HRMD

CSC People
Employees

CSC
Function
HR
 CSC Definitions of
HR, HRM, HRD and OD

CSC Constituents Society Indirect

Bureaucracy
External
Direct
Agency HRMD

CSC Employees
Internal
CSC HR
 CSC Definitions of
HR, HRM, HRD and OD

HR
Human Resource (HR) refers to the people,
including their qualifications, competencies,
talents, and potentials, in the Philippine Civil
Service including CSC.

HR as a function pertains to the management,

development and utilization of the people in the
Philippine Civil Service towards the excellent and
ethical achievement of the vision of the
organization.
 CSC Definitions of
HR, HRM, HRD and OD
HRD HRM
Career Organization
Development Design

Bureaucracy
Performance Workforce
Management Planning
Agency HRMD

CSC Personnel Recruitment/

Employee
Selection/
Relations
CSC OHRMD Placement

Learning and Rewards and

Development Recognition
 CSC Definitions of
HR, HRM, HRD and OD

HRM
Human Resource Management (HRM) is the
application of principles, systems and processes
that facilitate the engagement (optimal
acquisition, maintenance and utilization) of the
people in accordance with Civil Service laws and
rules towards organizational integrity and
excellence.
 CSC Definitions of
HR, HRM, HRD and OD

HRD
Human Resource Development (HRD) is the
strategic framework (assessing, building and
sustaining capacities) that enhance the value
(performance and contribution) of the people by
bridging competency gaps, maximizing existing
capacities and discovering and cultivating
potentials through appropriate interventions.
 CSC Definitions of
HR, HRM, HRD and OD

OD
Organization Development (OD) for CSC
is a collaborative process used to strategically
manage transformative changes toward enhancing
Government Agencies’ relevance and
responsiveness to their mandates. This is
facilitated through organizational diagnosis and
behavioral, structural and technological
interventions.
 CSC Definitions of
HR, HRM, HRD and OD

Characteristics of Strategic HR for CSC

1. People-Centric, Values-Oriented and Citizen Focused
2. Vertically and horizontally aligned and integrated
including alignment and congruence to societal goals
3. Participative, consultative, facilitative, transformative,
nurturing and enabling (rather than imposing practices)
4. Promotes desirable and ethical practices fit for the
different Partner Agencies including CSC
 CSC Definitions of
HR, HRM, HRD and OD

Characteristics of Strategic HR for CSC

5. Nurtures Learning
6. Thrives on competitive edge by being proactive and
innovative
7. Practices Competency-based HR
8. Practices Evidenced-based HR with the use of metrics
and HRIS
9. Global Mind-set with international linkages and local
networks
CSC Vision and Mission
Vision/ Mission

PRIME HRM

L&C Brand

CBRQS
SPMS

LDP
PGS
CSC Vision and Mission
Vision/ Mission

PGS

PRIME HRM

L&C Brand SPMS LDP CBRQS

CSC Vision and Mission
Vision/ Mission

Strategy Workload
Map
PGS

PRIME HRM
L&C Brand CBRQS

OPCR/ SPMS HR Plan Staffing

IPCR
Basis for Coaching
CBLDP
Module 3:

PERFORMANCE GOVERNANCE
SYSTEM
 CSC 2030 AGENCY VISION
CSC shall be Asia’s Leading Center of Excellence for
Strategic HR and OD

Recognized as a Center for Excellence

STAKEHOLDERS
STAKEHOLDERS
High performing, competent and credible civil
CORE PURPOSE
servants
PROCESSES

Ensure effective and

PROCESSES

Gawing Provide excellent HR efficient

Lingkod-Bayani processes performance of Quasi-
Judicial functions
ang
Bawat Kawani
PEOPLE
PEOPLE

Enhance the competency of our workforce

CORE VALUES
FINANCE
FINANCE

•• Love
LoveofofGod
God and
Ensure efficient management of financial resources

Country
and Country
Excellence
•• Integrity
PARTNERS
PARTNERS

•• Integrity
Excellence Cultivate partnerships with local and international institutions
 Performance Governance System
Strategy Map
Full Speed Ahead

Revving Up:
Initiating a Change Journey

2010 2015 2022 2030

Laid the HR Center for SEA’s Leading Asia’s Leading Center
foundation for Philippine Center of Excellence of Excellence in
2015 Bureaucracy in HROD HROD
 REFRESHED ENTERPRISE SCORECARD
Per
s L
E L
pec     A A Ba
tive Objectives Measures D G se 2011 2012 2013 2014 2015
Percentage of agencies accredited under the 10% 25% 40% 50%
1 PRIME-HRM Level II N/A N/A (159) (398) (636) (795)

Recognized as a Center for CSC Client Satisfaction Rating Acceptable Good Good Excellent Excellent
A Excellence 2 (CSC frontline services) N/A (70-79%) (80-89%) (80-89%) (90%) (92%) 

100%
(770 + 150
STAKEHOLDERS

Failed in
2012 +
Percentage of high density agencies 1% 20% 40% 2013 25% 98%
surveyed under ARTA (50) (469) (560) Failed) (363) (1,022)

78
WIG: Percentage of agencies and their % 85% 95% 98%
3 service offices passing the ARTA-RCS (39) N/A N/A (849) (345) (1,022) 

Percentage of agencies with approved

Strategic Performance Management System 20% 30% 70% 95%
(SPMS) 14 N/A (498) (747) (1,743) (2,366) 

85%
of approved 90%
SPMS in of approved
High performing, competent, Percentage of agencies with functional 2012 and SPMS in
B and credible civil servants 4 SPMS 2013 2014

3
PROCESS

(Cases 4 5
Adjudication, (Maintain (Maintain
Examination, the 3 the 4
Appointment Processes Processes
Provide excellent HR s + Training + 1 Core 5
C processes 5 Number of ISO certified processes N/A N/A Processing) Process) Process) (Maintained)

Ensure fairness and efficiency WIG: Percentage of disciplinary cases

PEOPLE

in performing Quasi-Judicial decided within 40 days from the time the

D functions 6 case is ripe for resolution N/A 30% 60% 70% 80% 95% 
FINANCE

Enhance the competency of Percentage of CSC employees meeting their

E our workforce 7 job competency standards N/A N/A TBD TBD TBD TBD

RBPMS
Ensure efficient management Rating:
PARTNERS

F of financial resources 8 Zero un-liquidated cash advance N/A N/A Passed 100% 100% 100%

Cultivate partnerships with Number of priority programs implemented

Module 4:

PROGRAM TO INSTITUTIONALIZE
MERITOCRACY AND EXCELLENCE
IN HRM
Empowering Agencies
thru the
CSC PRIME-HRM
The Cornerstone for HRM in the Bureaucracy
 2012

• Agency HR Climate Survey

• Agency Self-Assessment
Results of Agency HR Climate Survey

performance development relations welfare

Results of Agency Self Assessment

HR Records
Management

Recruitment, Selection
and Placement

Training and
ADVANCE
Development
LEVEL
CSC PRIME-
HRM
OBJECTIVES:
• Assess the HRM practices and capabilities of agencies;
• Serve as search mechanism for best practices in HRM;
• Promote and serve as a venue for exchange and
development of expertise in the area of human
resource management between and among government
agencies;
• Empower agencies in the performance of HRM
functions; and
• Promote and reward excellent human resource
management practices.
PRIME HRM

Comprehensive Seal
HR of
Assessment Excellence
Review and
Monitoring

Assess
PRIME HRM

Continuing Seal
Assistance of
Review and Excellence
Evaluation

Assist
Assess
PRIME HRM

Level 1: Regulate Seal

Level 2: Accreditation of
Level 3: Deregulate Excellence
Center of Excellence
Seal of Excellence

Award
Assist
Assess
Module 5:

STRATEGIC
PERFORMANCE MANAGEMENT SYSTEM
SPMS alignment to RBPMS
Societal Goals/Outcomes SER
Socio-
Economic
Sectoral Goals/Outcomes Report

Good Human
Security, Climate
Governance Dev’t & Economic
Justice and Change PPARC Priority
and Anti- Poverty Devt
Peace Adaptation Program
Corruption Reduction
Accountability
Report Card

Organizational Outcomes
MARC-I MFO
Accountability
Report Card
Major Final Outputs (Citizen Focused and Product Results)
MARC-II Mgt
Leadership, Learning, Accountability
Financial Stewardship Internal Process
and Growth Report Card
Strategic Performance Management System (Individual)
 SPMS

Paradigm Shift to SPMS

PARADIGM SHIFT
AREA FROM TO
Perspective Performance Evaluation Perf Management
Focus Activities and Inputs Outputs and Outcomes
Indicators Performance Indicators Success Indicators
(e.g. no. of appointments) (e.g. response time)
Performanc Focus on individual Align Individual to
e Alignment (competition) Office/Div (Teamwork)
Role of
Supervisor Evaluator Coach and Mentor
 SPMS
Performance Performance
Planning and Monitoring and
Coaching Functional if:
Commitment Performance
All
Quarterly
OPCRs, IPCRs
Accomplishment
Assessmentreport
submitted
coaching
Reports submitted
and
to OFAM for grant of
approved
submitted
submitted, based
by the
SPMS PEI/PBB; Office
on
end the
of quarter
reviewed
Learning SPMS
and
and
Cycle Calendar
recommended
Development Planfor
submitted;
final actionTopbased
Performers’
on the SPMS List
Performance Performance submitted by OHRMD
Review and calendar
for recommendation
Rewarding and
Evaluation by PRAISEC
Dev’t. Planning
Module 6:

LEADERSHIP AND COACHING

BRAND
 Leadership and Coaching Brand
Performance
Planning and Coaching
Commitment
Moments
in SPMS
SPMS
Cycle
 Leadership and Coaching Brand
Performance Performance
Planning and Monitoring and
Coaching Coaching
Commitment
Moments
in SPMS
SPMS
Cycle
 Leadership and Coaching Brand
Performance Performance
Planning and Monitoring and
Coaching Coaching
Commitment
Moments
in SPMS
SPMS
Cycle

Performance
Review and
Evaluation
 Leadership and Coaching Brand
Performance Performance
Planning and Monitoring and
Coaching Coaching
Commitment
Moments
in SPMS
SPMS
Cycle

Performance Performance
Rewarding and Review and
Dev’t. Planning Evaluation
 Leadership and Coaching Brand
Coaching 4- Celebrate
Cycle
1- Connect

Goals Realities
Way Options
3- Check forward

2- Challenge
 Leadership and Coaching Brand

Thinking Strategically
Leading Change The ability
The abilityto to
direct
build,and
The ability to provide
establish
The
The ability
short
ability
develop totoinspire
and plan
and long-
and
utilize and
Building Commitment timely and relevant
support
range
The
create plans
an environment
ability
collaborativean individual’s
and
to calculate
initiate
relationships oror
feedback to individuals or
team’s
and
that
The manage
skills
facilitate
encourages
ability
with and
risks
change
to abilities
based
nurture
local and positive
and
Developing People groups
on
so that
learning
in order
future
motivatethey
or
interaction
international and can
people
for them
emerging
fulfill
growth.
and
partners to
to take action and to
current
trends and
or future
collaboration
embraceoutcomes
facilitate it.job/role
among
the of
Managing Performance improve
responsibilities
decisions
members
their
to achieve
ofeffectively.
CSC. CSC
accomplishment
performance. of CSC
goals.
goals.
Coaching for Results

Partnering & Networking

Module 7:

COMPETENCY-BASED RECRUITMENT
AND QUALIFICATIONS STANDARDS
Competency-Based HR

Competencies
are observable, measurable and vital
skills, knowledge and attitudes
that are translations of capabilities
deemed essential for organizational success.
 Competency-Based HR

Competency-
Traditional HR Based HR
Basis Work Analysis and Individual Traits and
Job Description Performance

Rationale Compliance Productivity

HR Role Comply with Laws Competitive
and Policies Advantage
HR Planning Head Counts Competency Gaps

Recruitment Qualifications Competencies/

& Selection Behaviors
 Competency-Based HR

Competency-
Traditional HR Based HR
Training Knowledge, Skills, Capability to
Attitudes Perform
Performance Performance Performance and
Management Feedback Capability
Reward System Position Grade/ Ability to
Level Contribute
Development Vague Individual Path
 Competency-Based HR

Competency-Based
Recruitment and Selection
1. More results oriented than qualifications
2. Non-discriminatory
3. Identifies individuals with characteristics that are
difficult to acquire through training
4. Better measure of fit with organization culture
5. Provides applicants with opportunities to explain/
demonstrate competencies
 Competency-Based HR

Competency-Based
Recruitment and Selection
6. Competencies are readily transferrable and
therefore provides flexibility with assignments
7. Reduced training time with greater fit in selection
8. Easier to plan competency development for new
hires
9. Enables identification of applicants as back-up for
key positions
 CSC Competency Model
Core
Leadership Competencies
Organizational
Technical
Competencies
l Competencies
na 1. Exemplifying Integrity
tio 1. Strategic
7.
11.
16.
22. Employee
Supplies
2. Delivering
and
Demonstrating
Thinking Corporate
Test Administration
Learning Strategically
and
Diagnosis
Organization
Personal
Property
Service
and
re

iza Planning
Effectiveness
Design
Mgt
Management
2. Leading
8. Recruitment
Excellence Changeand
Co

a n 2. Policy
12.
17.
23.
3. Speaking
Development
Placement
Learning
Information
Facilities
Building Effectively
Management
Delivery
Technology
Commitment and
rg 9.
24.
Solving
Mgt
3. Policy
Problem, Making
Evaluation
Interpretation
Job and
O 4. Writing
Job Analysis,
Budget
Decisions
DevelopingEffectively
Management
Implementation People
13.
18.
4.
25. Description
Employee
Records
Championing
Audit Management
Relations
and Applying
Management
and
5.
4.
14.
19.Managing
Competency
Legal Performance
Management
Innovation
Counseling
Library Devt
Management
and
26.
6. Programfor
Coaching Management
Results
10.
20. Benefits,
Grievance
5. Corporate
Planning
Accounting
andCompensation
Delivering
27. and
Secretariat
Welfare
7. Communications
15.Partnering andand
Conciliation andLiaison
ip
l

6. Managing
21. Cash Management
Services Information
Administration
ica

sh

Networking
Mediation
6. Test Development and
hn

er

Evaluation
ad
c
Te

Le
 CSC Competency Model

Developing the Competency Model

1. Initial Data Gathering
a. Benchmarking (Local and International Institutions)
b. Review of Documents (Job Description, Scorecard, Strategy Map)
c. Interviews
d. Surveys
2. Identified and Clustered Knowledge/Skills/Attitudes (KSA)
3. Used KSA Clusters as basis for Competency Requirements
 CSC Competency Model

Developing the Competency Model

4. Generated and classified Behavioral Indicators through
interviews of High, Medium and Low Performers
5. Validated the Competency Model through a Workshop
consisting of different levels of employees
6. Validated with External Stakeholders through FGD
7. Commission Approval of the Competency Model
CSC Competency Model
Competency Name
Competency Definition
Competency Levels
Core Descriptions/Rubrics

Behavioral Indicators
 CSC Competency Model

Competency Assessment Process

1. Developed 20 Position Profiles
2. Developed Assessment Tools using the Behavioral Indicators
3. Conducted Orientation at the Central Offices followed by a
Survey in the afternoon
4. Conducted Self-Assessment and Supervisor Assessment
using Behavioral Indicators in the required and next higher
level
5. Consolidated Self and Supervisor Assessments using 50%-
50% Weights
 CSC Competency Model

Competency Assessment Results

Total Total Percentage

Assessed Competent Competent
1,115 592 53.09%
 CSC Competency Model
Unmet Competencies
CORE COMPETENCIES Non-Sup Supvry Exec
Exemplifying Integrity 33 11 3
Delivering Service Excellence 64 24 9
Solving Problems/Making Dec 132 22 8

Least Unmet
Moderately Unmet
Most Unmet
 CSC Competency Model
Unmet Competencies
ORGANIZATIONAL COMPETENCIES Non-Sup Supvry Exec
Demonstrating Personal
Effectiveness 34 9
Speaking Effectively 77 25
Writing Effectively 131 19
Championing and Applying
Innovation 125 31
Planning and Delivering 156 62
Managing Information 100

Least Unmet
Moderately Unmet
Most Unmet
 CSC Competency Model
Unmet Competencies
LEADERSHIP COMPETENCIES Non-Sup Supvry Exec

Managing Performance 26 11
Building Commitment 7 8
Developing People 22 15
Partnering and Networking 21 15
Thinking Strategically 16 12
Leading Change 12
Coaching for Results 30 18

Least Unmet
Moderately Unmet
Most Unmet
 CSC Competency Model

No. of Competencies Met

0 1 2 3 4 5 6 7 8 9 10 11 Total
Executive 0 1 0 2 2 3 1 4 7 26 84 130
Supervisory A 1 0 2 1 4 8 15 11 17 58 117
Supervisory B 0 0 1 4 3 4 4 8 6 13 22 52 117
Non-Supvry 1 8 6 4 8 13 13 23 35 39 89 238
Non-Supvry 2 10 6 7 9 14 12 21 39 81 309 508
 CSC Competency Model
Competency Scoring Template

Required
Required Actual Proficiencies
Competencies
Proficiencies

Compare
Module 8:

COMPETENCY-BASED
LEARNING AND DEVELOPMENT
PROGRAMS
 Competency-Based
Learning and Development
Competency-Based
Training
1. Competency model consistently communicates a
common set of performance expectations
2. Focuses training on individual needs
3. Helps individuals focus on achieving exemplary
performance
 Competency-Based
Learning and Development
Competency-Based
Employee Development
1. Enables communication of competency needs
2. Encourages self-development
 Competency-Based
Learning and Development

Workplace Learning and Performance

With Training we
tend to overly
focus on learning.
LEARNING
Oftentimes,
forgetting to
transfer learning
into the
workplace.
 Competency-Based
Learning and Development

Workplace Learning and Performance

BUSINESS RESULTS With WLP
we focus on
PERFORMANCE
performance as a
LEARNING result of learning.

With the
end-in-view of
creating impact
on business
results.
 Competency-Based
Learning and Development

Workplace Learning and Performance

BUSINESS RESULTS Necessitating the
consideration of
PERFORMANCE
the effect of the
LEARNING environment on
ENVIRONMENT learning.

Robinson, Robinson and Blanchard

 Competency-Based
Learning and Development

Workplace Learning and Performance

BUSINESS RESULTS Application of
learning at
PERFORMANCE
work aligned
LEARNING with business
ENVIRONMENT strategy
producing
concrete and
worthwhile
results.
Brinkerhoff
Robinson, Robinson and Blanchard
 Competency-Based
Learning and Development

Learning and Development Opportunities in CSC

1. Formal Classroom Training
a. Internal Training
b. External Training
2. On-the-Job Training
a. Coaching
b. Knowledge Sharing and Learning
c. Shadowing
 Competency-Based
Learning and Development

Learning and Development Opportunities in CSC

3. Self-Development
a. Self-Study
b. Evening or Weekend Courses
c. Educational/Training Video Tapes
d. Books or other Publications/Journals
e. PC Tutorials/Computer Aided Training/Webinar
 Competency-Based
Learning and Development

Learning and Development Opportunities in CSC

4. Developmental Activities/Interventions
a. Special Work Project
b. Added Responsibilities
c. Cross Program/Rotational or Temporary
Assignments
d. Task Force or Committee Assignment
 Competency-Based
Learning and Development

Individual Development Plan

Given your Competency Assessment Result:

1. What competencies would you like to develop?
2. In what work opportunities can you apply these
competencies?
3. What learning opportunities can you take
advantage to develop your competencies?